The mobile era, why is Alibaba slow at the mobile end?

Like individuals, businesses that are in the midst of tides will also face a rare window of opportunity at each wave of influx. At this time, whether or not they can clearly see and successfully seize it will become the future fate of every big company. The turning point in history.

The three giants of the Internet industry in China, Ali, Tencent, and Baidu, are now in such a historical window. The window of the wave of the largest wave of mobile Internet in this era flies in front of the window.

For BAT, this is the best time. 4G will be popularized, and the demographic dividend will continue. Almost every enterprise in the Internet industry has begun to select teams. The rich and powerful have enough "quality assets" to On the other hand, this is also the worst era. Mobile Internet makes it impossible for more impossible. If giants turn slowly, they may die faster like dinosaurs. Ma Huateng said, "When the giant falls, the body is still warm," which is by no means alarmist.

Compared to Tencent’s social centering, it established a strong relationship chain with WeChat, QQ, and Qzone as the core, and based on this, it created a mobile social kingdom; and Baidu focused on search and established search and application. The distribution, middle page strategy, and up to a dozen or so users’ billions of apps are the basic mobile search ecosystem; Ali’s move is clearly slower.

Successfully listed on the high market value, so that Ma Yun began to gradually move toward the altar, but even if it has been closed, he should also think: Why China's most profitable Internet companies, in the mobile era will slow opponents beat?

There is no flow of traffic

The data shows that Tencent WeChat, Hand Q, mobile Baidu, and mobile phone Taobao have hundreds of millions of users. This huge number of users is only a single core product. Thus, for BAT, there is traffic.

However, it must be emphasized that there is a large flow of traffic, and a large flow of traffic is only a necessary condition for entry, not a sufficient condition. In order to be an entrance, in addition to sufficient traffic, it is also required to have "high viscosity, high frequency, flowable, value-added" characteristics.
From these points of view, Ali's mobile phone Taobao, etc., apparently have not qualified to become an entrance.

First of all, Ali has mastered the flow of goods. From the sticky point of view, users are the least loyal to the sales platform. In the user's profit-seeking heart, “brand loyalty that cannot be bought without a penny” becomes a harsh and cruel reality.

Second, compared with search, social networking, etc., the frequency of shopping can be said to be far lower than the first two. Low-frequency traffic naturally loses its value. To give a simple example, a market where people are woven every day, compared with a market where there are only a lot of talent on the market day, the former is clearly more popular with shops.

Most importantly, the flow of the Ali system is solidified. With the end of the transaction, the value of the flow naturally disappears. If there is no transaction, the value of the flow is almost zero. In contrast, with Baidu as an example, traffic is "flowable." In other words, in addition to being an accurate target audience for brand areas, keyword advertisements, etc., these flows can also be passed on to Baidu’s other Internet content platforms, or to partners on intermediate pages. In this way, the flow of each part maximizes its value.

Traffic has not become an entrance, naturally cannot form the power of radiation, and it cannot provide sufficient nutrients and power for Ali's entire ecological system. This is not a good news in the era of mobile internet where "the fast is the king."

There are no products in the matrix In recent years, Ali has never stopped the pace of investment in mergers and acquisitions. Has invested or acquired the US group, unfamiliar, Tintin network, shrimp, Sina microblogging, friendly alliance, high morality, poor travel, UC, Youku potatoes, Haier, CITIC 21st century, cultural China, tango and so on.
It can be said that Ali’s investment field covers almost all the subdivisions of the Internet and today it is expanding into the medical, cultural, and energy fields.

However, all these "products" currently appear to be isolated and scattered. How to make these products form a synergy and form a matrix of mutual angles, presumably, Ali did not think clearly. On the contrary, it is only simple and rude to place a chess piece in every field that you think should have a place.

Ali’s sons and sons did not form a matrix. In addition to the lack of core and concatenated genes such as Baidu search and Tencent social, the biggest problem was Ali’s mistake of “craving for ignorance”.

Although its products are numerous, besides e-commerce, it is very difficult for us to see which products in which Ali's products occupy an absolute dominant position, except for a small number of products such as the US group in the field of group purchase. For such rare seedlings, Ali did not have the slightest control. In last year's "38 Life Festival", Ali not only gave Baidu Demi to intercept Hu, but also revealed Ali and U.S. issues with each other. At one time, Ali was quite embarrassed.

On the contrary, Tencent basically occupied the top spot in social networking, portals, games, and Baidu's search, maps, application distribution, video, and other fields. Taking Baidu as an example, the search portal has introduced a large amount of high-quality traffic for Baidu Post Bar, Knowledge, Encyclopedia, Maps, and Library. These high-quality traffic have also promoted Baidu’s content and service development in the above-mentioned vertical fields and built for themselves. The largest moat in the mobile era, all of which embodies the power of the product as a matrix. Similar to this, in the Baidu system there are "search + application distribution", "map + LBS + buy" and so on.

There is no advantage

Among the three BAT families, they have obvious advantages in social networking, search, and e-commerce. However, unlike social and search "winner-take-all", in e-commerce, it is too big to eat, because the natural nature of "trading" will allow users to choose the optimal trading platform and channel.

Not only that, but unlike Tencent and Baidu, which have hardly been challenged in their core areas, Ali's "online commercial real estate" now faces strong challenges from Jingdong, Suning and even VIP. As we all know, self-operated B2C and mobilization are recognized as the trend and future of e-commerce in the industry. However, Ali has either run counter to the trend at these two points, or has had a difficult transition. To a certain extent, Ali can even say that “Ali has no advantage” and “There is no future now”.

Why do you say that?

Speaking first, we all know that the core three elements of e-commerce are "products, prices, and services." In the aspect of products, Ali's problem of “false double water” has become a recognized problem. This is why Ali had always wanted to make relatively loose Hong Kong the first choice for listing, while taking the harsh US market as a major consideration for spare tires; In terms of price, the advantages of self-supported B2C platform-scale procurement have also begun to demonstrate; more importantly, in the service sectors that consumers increasingly value, the self-operated B2C platform has a comprehensive range of pre-sales consulting, distribution, and after-sales services. The advantages.

As the Chinese people's consumption level continues to escalate, the era of quality and experience will come to an end. At that time, self-operated B2C will become the dominant force, and Ali will continue to decline in e-commerce.

In addition, in the process of transitioning to mobile, Baidu and Tencent, which occupy the entrance advantages, will make Ali more and more passive as Baidu mobile payment opens up 14 users' billions of APP and "Jingdong + Wechat".

It must be emphasized that in any field, the advantages represent only the present, and the trends mean the future, and the advantages can never stop the trend.

Aside from e-commerce, objectively speaking, Internet finance is one of the biggest highlights of Alibaba Group in the past two or more years. However, commercial banks now have a very clear attitude towards the balance treasures and other types of wealth management products. That is blocking. In terms of supervision and other related aspects, attitudes are quite ambiguous. There are also singing and red-faced faces. In addition, as Mr. Ge Jia's words, Ma Yun's "chong ying and arrogance", it is not impossible for Yue Bao to become a pioneer martyrs from the forerunner. Judging from the second half of last year, commercial banks have already made Yuebao’s revenue without any advantage by launching its own internet wealth management products.

Therefore, if we want to win in fierce competition, we must have advantages, but we must follow the trend and we must also take a good rhythm.

There is no strategy for vision

Seeing this title, it is estimated that many readers will rant and say that Ali can do anything. He would even say that Ali didn't have a strategy and was slow to tell.

What is Ali's wireless strategy? I don't know, you must not know. The above-mentioned series of investments and acquisitions by Ali in the mobile sector can be interpreted as a big deal for Ali. Of course, it can also be interpreted as Ali's guilty conscience. Because he did not see the mobile strategy, he had no time to make a shot first.

Why is there such a phenomenon that "strong strength is not strong"?

To know that all along, "Ali is better than strategy and management, Baidu is skilled in technology, Tencent is a good product" is the BAT Big Three to the outside world the most profound impression. However, with Ma Yun's awkward positioning and the lack of his successor's view of the overall situation, to a certain extent, Ali's longest wooden board has begun to gradually shorten, even from the advantage to a disadvantage.

Ali's strategy has been forced to decline, and the most vivid manifestation is in the "traffic" that has failed. Under the pressure of Wechat, Alibaba.com strategically misunderstood the product level and used WeChat to challenge WeChat. This approach is bound to die in most areas of the Internet. What's more, there is a social area where the relationship chain is connected. The product is inherently weak. Under the premise of this, no matter whether Ma Yun is frequently standing on the platform or waving a banner, or a series of head-sharing tactics, marketing promotion wars, and public relations war of words, it is naturally not helpful and the facts up to the present day also prove this point.

Strategically not seen, this is undoubtedly deadly in the critical period in which all companies are now moving to the mobile Internet for transformation and transformation.

For BAT, the mobile Internet is not only a great opportunity that is difficult to meet in ancient times, but also a big battle that cannot be misunderstood. As we move forward, we will naturally be able to see better scenery on a higher platform; if we don't, we will risk falling into the abyss. For Ali, who has been half-baked, the follow-up pursuit of how to ensure both speed and direction and rhythm is a challenging issue.